Faculty Research Grants
Research Grants are distributed to Cornell faculty each year. Proposals are judged by faculty from the CAHRS Advisory Board. Research supported by grants must have relevance to CAHRS partner firms. Faculty communicate the results of their research to partner firms in many ways, including workshops, partner meetings, working groups, and working papers.
Lisa Dragoni
Formal Mentoring Programs
To help facilitate leader and employee development, many organizations have implemented formal mentoring programs—that is, programs that pair a junior level person (i.e., the protegé) with a more senior person (i.e., the mentor) with the hopes that the mentor will facilitate the professional growth of the protegé. Formal mentoring differs from informal mentoring in that the organization is actively involved in pairing more senior employees with those who are more junior; relationship is initiated by the mentor and/or protege in informal mentoring relationships. While extensively used in contemporary organizations, only a handful of empirical research studies exist on formal mentoring programs. Interestingly, none of this work focuses on how formal mentoring can enhance protegé development and instead mainly investigates whether informal mentoring is more beneficial than formal mentoring.
Lee Dyer
Talent Allocation, Project Team Alignment, and Project Team Performance
This study is intended to inform human resource theory and practice in two ways: (1) by clarifying the causes and effective and ineffective talent allocation processes and (2) by determining he effects of effective and ineffective talent allocation processes on project team performance. In the end, we hope to develop a comprehensive mediated model that explains the effects of talent allocation processes on project team performance, using project team talent alignment as the mediating variable.
Kevin Hallock
Costs of Compensation Versus Value to the Organization: How Can Employers Determine the Value Employees Place on Specific Components of Compensation and Benefits?
Companies pay $28.87 per hour for the average working in the United States. Only $20.13 (69.7 percent) of that goes to the worker in the form of wages and salaries. The rest ($8.74 or 30.3 percent) is in the form of benefits. Many companies offer different sets of pay "mix" to employees, yet many companies do not really know the true value their employees place on different forms of compensation. This work will have practical implications for (a) eliciting true beliefs from different sets of employees concerning the types of pay they prefer and (b) determining the true productivity effects of certain HR practices by trying to help convince companies to better understand how they can accomplish this goal.
Patrick Wright
The Global Chief Human Resource Officer: Comparing US and non-US CHRO's
In today's globally competitive environment firms increasingly rely on talent as a lever for success. Consequently, Chief Executive Officers (CEO's) demand more skilled and business savvy Chief Human Resource Officers (CHRO's). However, little is known about the characteristics of this new breed of CHRO. In addition to the changing role of the CHRO, the global nature of competition today requires examining not just the CHRO's from US-based companies, but examining how CHRO's from US and non-US-based companies compare to one another in terms of their education and demographics.